We know that what we do make a real and positive difference both socially and in term of bottom line business gains. We have witnessed firsthand that diversity is a business opportunity as much as a cultural challenge. Our commitment to inclusive leadership helps our clients reinventing their value proposition and improving their performance.

​ATTRACT WOMEN IN OPERATIONS
Yarra Trams, Melbourne

• Cultural challenges impacted business performance and the lack of diversity was one of the primary factor.
• Contributed to Yarra Trams' diversity strategy development and implementation.
• As a result, workforce gender diversity increased from 12% to 22% over 5 years.
• The successful implementation was instrumental in the organisation being awarded a $5b contract by the Victorian Government.   

FOSTER ACCESSIBILITY & INNOVATION
Metro Trains Melbourne

• 1 in 5 Australians lives with a disability. They represent an invisible market for brands and businesses. 
• Center for Talent Innovation research shows teams are up to 158% more likely to understand target consumers when they have at least one member who represents their target’s gender, race, age, sexual orientation, or culture. 
• At Metro Trains Melbourne, an inclusive innovation program was developed and delivered.  A cross-functional team implemented innovative accessibility solutions to serve all customers.
• ​Employee engagement with passengers with visible and invisible disabilities has improved.​ ​

EMPOWER TEAM WELL-BEING
Medicines Development for Global Heath, Melbourne

• Helped with some of the personal adjustments that people needed to make in how they relate to others and work as they were now working from home for an extended and unknown period. 
• Equiped all employees with tools and techniques to help look after their mental and physical well-being while working from home during Covid-19.

TRANSFORM YOUR ORGANISATION
Eurostar, UK 

• The UK Government decided to sell its shares when a new European regulatory framework was introduced.
• The joint venture suffered from a lack of agility putting its performance at risk.
• Coordinated the transformation of the JV into an autonomous train operating company by unifying and restructuring 3 different business and cultural entities.
• The business transformation was introduced in less than 2 years without any operational issue nor any industrial action.
• Became the most loved travel experience in Europe.

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